FRO ability to create a document on behalf of staff 

Mid-point Review changes

Ratings Changes after Rebuttals

Dual-SRO Reporting Line 

1. How many goals should I have in my work plan?

There is no limit on the number of goals in a work plan. The number should be agreed upon with the First Reporting Officer. Typically, staff members have about 4-5 goals for a performance cycle.

2. How many competencies should I choose?

Choose the competencies that are most relevant for the performance cycle in question and which have been agreed upon with the First Reporting Officer. It is recommended that staff members choose between 3-4 competencies in order to better focus on the behaviors in those competencies. Remember, your First Reporting Officer will be evaluating you on these competencies at the end of cycle and this will be difficult to do if there are too many.

3. How do my individual goals link to the unit/section/organizational goals?

All the work staff members do (at any grade/level) is to achieve a particular goal or output for the department/office/mission. Staff members and First Reporting Officers should meet at the beginning of the cycle to discuss how to link individual goals to unit/section/organizational goals.

4. How much time do I have to create a work plan?

Staff members, upon assuming their functions, should have a work plan within two months. According to ST/AI/2010/5 (Performance Management and Development Policy), “When a staff member takes up new duties upon recruitment, transfer or assignment in the course of the of the performance year, an individual work plan shall be established within the first two months of assumption of the new function.” The work plan should be developed with the First Reporting Officer.

5. Can my First or Second Reporting Officers make changes to my work plan?

The staff member and the First Reporting Officer set goals and competencies jointly. During these discussions, the First Reporting Officer may request that the staff member change goals in the work plan which can only be done by the staff member. This usually happens at the mid-point review stage. Such changes may be a result of new strategic directions the office is taking, as communicated by the Second Reporting Officer and/or senior management. When the FRO opens the document at the midpoint stage, the staff member can access the workplan and make changes to the goals. 

6. I received the following error message in ePerformance when attempting to create a second work plan for the same performance cycle: "A document already exists for this period."

You will need technical assistance from the Inspira Support Centre to create multiple ePerformance documents for the same performance cycle. If you assume new functions during the cycle, which requires a second work plan, contact the Inspira Support Centre by logging on to Inspira and clicking on “the Contact us,” link which is available on the upper-right-hand corner of every Inspira page.
 
Please ensure to provide the document id of your original document, the dates of which apply to the new document, as well as the name of the new First Reporting Officer.

7. Can I make changes to my work plan after it has been approved?

As circumstances change goals may need to be adjusted or replaced. This is why on-going, open and clear communication is critical to the performance-management process. When the FRO opens the document at the midpoint stage, the staff member can access the workplan and make changes to the goals.  Any changes to goals should be mentioned in the mid-point review comments box in ePerformance (available to the staff member and the First Reporting Officer).

8. The staff member refuses to initiate the ePerformance document. What can be done?

The First Reporting Officer should create the work plan on behalf of the staff member using the manual form. They may indicate that the appraisal is being done on behalf of the staff member and note the staff member’s lack of cooperation in the mid-year comments and end-of-cycle evaluation, should the staff member continue to be uncooperative.

9. I do not supervise staff — can I add managerial competencies to my work plan?

The system will not prevent you from adding managerial competencies to your work plan. However, you should choose the competencies that are most relevant for the cycle in question, and which have been agreed upon with your First Reporting Officer. Since the First Reporting Officer will be evaluating you on competencies at the end of cycle, it is not advisable to add one for which you cannot be assessed.

10. Where can I find guidance on creating a workplan?

Please refer to "Setting Challenging performance goals".

11. What to do if I do not agree with my work plan?

It is the responsibility of the SRO to resolve any differences that occur and to offer suggestions for resolving conflicts that involve dialogue among team members.

1. What is the purpose of the mid-point review?

Staff members and their First Reporting Officers should meet at the mid-point review to see if any adjustments in the performance expectations/goals are needed as a result of changes in direction and priorities of the office. The mid-point review is a good opportunity to clarify what may be needed for completion of the tasks. It is also an opportunity to discuss the staff member‘s progress towards each of the performance expectations or goals and to initiate actions towards improvement, if necessary.

2. Is the staff member required to make mid-point comments in ePerformance?

While not mandatory, staff members are encouraged to insert some comments in ePerformance at the mid-point review stage. This is an opportunity for the staff member to add any additional tasks/responsibilities that were not included in the original work plan and to clarify what may be needed for completion of the tasks.

3. Is the First Reporting Officer required to make mid-point comments in ePerformance?

First Reporting Officers should insert comments in ePerformance at the mid-point review stage, and to record the date of the mid-point review meeting. The comments should include any additional tasks/responsibilities that were not included in the original work plan and additional resources that may have been discussed, and agreed upon. The First Reporting Officer should also make reference to performance shortcomings that were discussed during the mid-point review discussion, if any, and remedial measures agreed upon to address them. Documenting such information at this stage of the process is critical, particularly if the underperformance worsens and further action is required.

4. My First Reporting Officer is on official travel during the time of mid-point review? What should I do?

The mid-point review occurs in or around October of every year. The mid-point review meeting can take place upon the return of the First Reporting Officer or may be held by phone, where necessary.

5. How can I best prepare for my mid-point review?

6. I am an FRO and I have entered my mid-point comments, but the system will not allow me to go to the end-of-cycle stage. What do I do?

1. Is the staff member’s self-evaluation mandatory?

While the staff member’s self-evaluation is not mandatory, staff members are encouraged to take this opportunity to mention any accomplishments and additional tasks/responsibilities that were not included in the original work plan. The self-evaluation is a good basis for the end-of-cycle discussion between the staff member and the First Reporting Officer.

2. Are Second Reporting Officers required to make comments in ePerformance at the end of cycle?

The Second Reporting Officer is not obliged to comment on the evaluation of a staff member although it is good, and normal practice to comment. The Second Reporting Officer is, however, obliged to ensure that the First Reporting Officer has evaluated the staff member fairly and that the ratings and comments are consistent. If the Second Reporting Officer approves the evaluation without inserting comments, this is an endorsement of the First Reporting Officer’s evaluation of the staff member.

3. What should a staff member do if s/he disagrees with a performance rating?

Staff members should discuss the matter directly with the First Reporting Officer. Should a staff member still feel that he or she disagrees with an overall rating or has concerns about the performance-related process or meeting(s), the Second Reporting Officer should become involved. It is the Second Reporting Officer’s responsibility to resolve disputes between the staff member and First Reporting Officer. If the overall rating is “partially meets performance expectations” or “does not meet performance expectations” the staff member may invoke the rebuttal process.

4. How do I change my First Reporting Officer in ePerformance?

In the performance document click on the “Change Actual Period/FRO/SRO” link in the Steps and Tasks column. Then you will have the ability to change the FRO and SRO names.
 
If the document is with the First Reporting Officer for evaluation then the staff member cannot change the FRO. At this point, the FRO can make the change by navigating as follows: Mgr Self-service – Performance Management – Performance documents – Administrative tasks – Transfer document.

5. Am I obliged to complete all ePerformance documents of the staff members I supervise before I retire?

It is the First and Second Reporting Officer’s responsibility to complete the evaluation of the staff they supervise prior to moving to a new function or leaving the Organization. Separation procedures and processing of final entitlements of supervisors may be delayed until the evaluations for which they are responsible are completed. If a First or Second Reporting Officer retires before the end-of-cycle, s/he will have access to ePerformance for 6 months after retirement to complete evaluations.

6. Does a completed ePerformance document need to be printed and signed?

A physical signature is no longer required.
 
A staff member, however, is expected to sign off electronically by clicking the ‘SM Acknowledgment’ button within 14 days of having received the email notification that the Second Reporting Officer has approved the evaluation.
 
If a staff member does not ‘acknowledge’ the evaluation after 14 days, the document’s status automatically changes to ‘completed’.

7. Can the SRO view a staff member's completed appraisal?

Yes. The SRO can do so in Inspira by going to Manager Self Service> Performance Management>Performance Documents> Historical Documents> Select "Where I am as SRO" tab> select appraisal.

General Questions

Changing Cycle Dates

1. How can I change the start- or end-date of my ePerformance document?
You can change the dates of your ePerformance document through the following steps:
- Log into Inspira ePerformance
- Look for the 'Steps and Tasks' column on the top left-hand part of the document
- Click on the 'Change Actual Period/FRO/SRO' link - Update 'Change Actual Period Dates' to reflect the period of your assignment
- Click 'Save'
- Note: you will only see the updated 'Actual Period' dates in the main, central part of the document. The 'actual' dates will not be reflected in the 'Current Performance Documents' screen not in the 'Steps and Tasks' column in the top left-hand part of the document. Please also see guidance on page 6 of theePerformance User Guide
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2. Should former DM and DFS staff close their 2018-19 ePerformance documents as of 31 December 2018 because they have moved to new teams?
                                                                                                                                                                                            DM and DFS staff should, on an exceptional basis, keep their current documents open and add their new supervisors as of 1 January 2019 as Additional Supervisors in Inspira.                                                                                                                                                                                                                                                                   Previous First Reporting Officers (FROs) and Second Reporting Officers (SROs) (April-Dec 2018 period), should conduct evaluations at the end of the cycle, with input from the new supervisor. This approach allows for a full 12-month performance cycle, while reflecting multiple assignments, and is optimal for staff on fixed-term appointments who may participate in future continuing appointment exercises.
                                                                                                                                                                                             - DM and DFS staff should take the following steps:
- When joining new teams - add new goals to your workplan - if your Midpoint Review is still open;
- If the Midpoint Review is already done (and the Workplan no longer open) enter new goals under the Self-Evaluation in the End-of-Cycle section;
- Plan to have your current First Reporting Officer (FRO)/Second Reporting Officer (SRO) complete the evaluation for the 18-19 cycle by 30 April 2019;
- Add your new FRO as an Additional Supervisor for the period 1 January to 31 March 2019.
- Start a new document on 1 April 2019 for the 2019-2020 cycle.                                                                                                                                                                                                                                                                                 If you have additional questions, please contact your Executive Office.
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3. What should temporary staff from the former DM and DFS departments do with their 2018-19 performance evaluations?
Staff members holding temporary appointments should use the P.333 form for their evaluations.
Temporary staff in the former DM and DFS departments who have moved to new teams in early 2019 should take the following steps:
                                                                                                                                                                                         - When joining new teams - add new goals to your workplan;
- Plan to have your current First Reporting Officer (FRO)/Second Reporting Officer (SRO) complete the evaluation for the 18-19 cycle by 30 April 2019;
- Add your new FRO as an Additional Supervisor fo the period 1 January to 31 March 2019.
- Start a new document on 1 April 2019 for the 2019-2020 cycle.
If you have additional questions, please contact your Executive Office.

FRO and SRO names

1. When I started my new ePerformance document, I saw the wrong FRO listed. What should I do?
Click on the 'Change Actual Period/FRO/SRO' link on the upper left-hand of your document to change FRO and SRO names.
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2. Why was there a message on Inspira with the wrong FRO and SRO for me?
The message in Inspira may have incorrect FRO and SRO information for you. But don't worry - you can change the FRO and SRO listed. Once you have created a document click on the 'Change Actual Period/FRO/SRO' link on the upper left-hand of your document to change FRO and SRO names. The reason that incorrect FRO/SRO info was listed was related to OHRM's efforts to better intgrate Umoja and Inspira data and streamline the performance management process. It involves pulling some reporting line information from Umoja into Inspira.
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3. I can't find my correct FRO by following the instructions. What should I do?

If you still need help, please contact your Executive Office/HR Office.

Signatures

1. Why are there no signature lines on my printed ePerformance documents?
OHRM has removed the physical signature lines in order to eliminate the steps of printing and signing the documents. This change will help simplify and quicken the ePerformance process for everyone.
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2. Do I still need to print my ePerformance document?
Staff do not need to print their ePerformance documents; Inspira records are sufficient. Staff can also store the documents as PDFs. You can print your document at any time during the cycle by clicking on the “Print” button at the top right-hand corner of the document. First it will convert to a PDF and from there you can either save it to your computer or print it.
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3. If I print an ePerformance document from a prior cycle should the signature lines appear?

Physical signature lines will no longer appear on past or current documents.

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4. Do I still need to send my printed documents to my EO or HR Office?
Staff do not need to forward printed or PDF versions of their ePerformance documents to Executive Offices or other HR offices for record-keeping. Please note that individual departments may have their own internal policies about record-keeping. 
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5. How do I print my ePerformance document?

You can print your document at any time during the cycle by clicking on the “Print” button at the top right-hand corner of the document. First it will convert to a PDF and from there you can either save it to your computer or print it.

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6. How do I convert my ePerformance document to a PDF?

You can convert your document to a PDF at any time during the cycle by clicking on the “Print” button at the top right-hand corner of the document. Then it will convert to a PDF and from there you can either save it to your device or print it.

Gender parity reminder

1. Why is there new text on gender parity in the 'Respect for Diversity' core value?
                                                                                                                                                                                                        The Secretary-General has emphasized the importance of reaching gender parity at all levels of staff in the Organization. The new text in the Respect for Diversity value will remind all staff with hiring manager roles of the part they will play in achieving the gender-parity goal:
You are reminded of our obligation to ensure gender partiy in recruitment. Your local human resources office can provide more details on the targets for your department, office, or mission. At the end of the cycle, you will be expected to discuss with your FRO how you have addressed gender parity in recruitment during the performance cycle in question if applicable.
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2. I see text on gender balance in recruitment but I don't have hiring authority. Do I need to do anything?
No, you don't need to do anything. All staff see this reminder in the 'Respect for Diversity' core value. Staff who have the ability to influence or make hiring decisions should pay special attention to it.
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3. If I print an ePerformance document from a prior cycle should the signature lines appear?

Physical signature lines will no longer appear on past or current documents. 

1. What is a personal development plan?

To cancel a document, the FRO should navigate as follows: The personal development plan is part of the ePerformance document and contains information about a staff member’s career aspirations, competency development, and continuous learning. The plan includes activities that the staff member will undertake to improve skills for his/her current job and/or activities to prepare for future opportunities (e.g., courses on new technologies/ systems). The plan may include internal or external training courses, as well as other learning activities, such as on-the-job assignments. Staff members and managers should use the “UN Competency Development – A Practical Guide” to strategically plan the professional development of oneself, or others.

2. Do I need to complete a personal development plan?

It is expected that all staff complete a personal development plan and include at least one learning activity. With the support of their supervisors, staff members should set a target of five days for professional development per year (e.g., workshops, e-learning, attending lectures etc.). See the UN’s learning and development policy for more details.

3. Does a staff member’s personal development plan affect the final evaluation?

Staff members are evaluated on the extent to which they achieved the goals/key results/achievements as set out in the work plan, as well as the staff member’s demonstration of the core values and competencies. The personal development plan is an integral component of the work plan but staff members should not be penalized if they cannot accomplish their planned developmental activities.

4. How is the performance management and development policy linked to my career/professional development?

There are three main ways in which the performance management and development policy is linked to your career:
 
(1) For the purposes of recruitment (to the same or a higher level), you must supply your last two performance appraisal reports.
 
(2) To be eligible for a continuing appointment, you must have received a performance rating of at least “Meets expectations” (or equivalent) in the four most recent and completed performance appraisal reports of one year or more. Extra points are awarded for performance ratings of “Exceeds expectations” (or equivalent), in any of the four most recent performance appraisal reports covering a one-year period.
 
(3) The personal development plan, coupled with managerial coaching throughout the performance cycle, is designed to assist staff members with their professional development.

5. I don’t know where to find development activities or how to link them to competencies. Where can I look?

You can find practical tips and guidance on how to develop behaviors and skills within specific competencies in the “UN Competency Development – A Practical Guide.” It describes how to engage staff in self-learning and to steer their learning aspirations with specific actions.

6. How is performance management linked to development?

A personal development plan is part of the ePerformance document and contains information about a staff member’s career aspirations, competency development, and continuous learning. The plan includes activities that the staff member will undertake to improve skills for his/her current job and/or activities to prepare for future opportunities (e.g., courses on new technologies/ systems). The plan may include internal or external learning options that are described on the HR Portal.
 
Staff members and managers should use the “UN Competency Development – A Practical Guide” to strategically plan the professional development of oneself, or others.

7. I would like assistance with my PHP and or to prepare for an interview. Where can I go for assistance?

You can make an appointment with a career counsellor. For more information click here.

1. Can my First Reporting Officer also be my Second Reporting Officer?

The First Reporting Officer should not be same person as the Second Reporting Officer, per ST/AI/2010/5, the policy on performance management.  They have different roles: the First Reporting Officer is primarily responsible for the direct supervision of the staff member and the Second Reporting Officer ensures that the First Reporting Officer is managing performance fairly and effectively.
There are situations, however, where a staff member does not have a Second Reporting Officer who can play this role. Such situations usually arise when the First Reporting Officer is at a very high level, such as an ASG or USG. Often these staff report to either the Secretary-General or perhaps to the Chef de Cabinet. It would not be feasible, however to have them serve as SROs and fill out performance documents for dozens of staff across front offices.
In these cases, the same person may act as the First Reporting Officer but the local human resources/executive/ office should be informed so that if there is a dispute, that office can act as a third party and ensure that the performance management and development system is being applied correctly.
In some situations, it may be feasible for an FRO to identify a competent peer - at her/his level - to take on the role of second reporting officer.

2. Does my Second Reporting Officer have to be my First Reporting Officer’s supervisor?

Normally, the Second Reporting Officer is the First Reporting Officer's supervisor. In unusual cases, reporting lines are such that the Second Reporting Officer is not the First Reporting Officer’s supervisor (e.g., where the Second Reporting Officer’s position is unencumbered for a period). These situations are unusual but respond to the particular operational needs of an office. What is important is that staff members have both a First and a Second Reporting Officer, especially in the event of a dispute.

3. I do not have a Second Reporting Officer. What should I do?

There are situations where a staff member does not have a Second Reporting Officer who would play the role as envisaged in the policy (i.e. ensuring that the First Reporting Officer is managing performance fairly and effectively). Such situations usually arise when the First Reporting Officer is at a very high level (e.g. Assistant Secretary-General or Under-Secretary-General). In such rare cases, the same person may act as the First and Second Reporting Officer but the local human resources/executive/ office should be informed so that if there is a dispute, that office can act as a third party and ensure that the performance management and development system is being applied correctly.

4. How do I change my First Reporting Officer in ePerformance?

In the left-hand menu of the performance document, click on “Change Actual Period/FRO/SRO.” From there you will be able to select a different FRO.
 
If the document is with the First Reporting Officer for evaluation then the staff member cannot change the FRO. At this point, the FRO can make the change him or herself by navigating as follows: Main menu - Manger Self-service – Performance Management – Performance documents – Administrative tasks – Transfer document.

5. How do I change my Second Reporting Officer in ePerformance?

You may update your SRO by clicking on the ‘Select/Update SRO’ link on the document details page of your performance document.

6. Can a UN Volunteer (UNV) or a consultant serve as an FRO?

Some UN personnel, such as UN Volunteers, military and police observers, consultants and individual contractors, are not considered staff members and therefore cannot have supervisory roles, due to liability and accountability issues.  These personnel should not be listed as FROs.

7. Can a P3 supervise another P3?

There are no rules or regulations that outline reporting lines.  The head of the department/office/mission has discretion in the designation of reporting lines as required by the exigencies of the office. For questions concerning specific cases please contact your local HR office. 

8. In a peacekeeping mission environment, can staff from UN agencies/funds/programmes supervise Secretariat staff?

No, they should not. Missions should ensure that national and international Secretariat staff have an FRO and an SRO that are also Secretariat staff.
Non-Secretariat staff cannot be held accountable for the management of Secretariat staff members under ST/AI/2010/5, the performance management policy.
DFS/FPD is aware that this approach poses administrative challenges in the context of peacekeeping operations where for example, UN Area Coordinators or Chief Security Advisers are UNDP staff members and may often need to supervise mission staff and act in the capacity of FRO and/or SRO to national and international staff members.  OHRM is reviewing these types of situations in an effort to provide enhanced guidance going forward. 

9. Can National staff serve as FROs to International staff?

National staff may serve as FROs for international staff. National Professional Officers, for example, are expected to perform functions of a professional nature similar to those carried out by staff in the Professional category and may include supervisory responsibilities.

1. Who can include the leadership competency in their e-Performance document?

Staff members who have managerial responsibilities can choose from the managerial competencies as long as their FRO agrees that the competency is required in their job functions.
 
The FRO and staff member both should review the behavioural indicators outlined in the Competency Guide for Development in order to ensure that expectations are understood.

2. I forgot to choose competencies at the beginning of the cycle. My mid-point is finalized so I can’t add them now. What should I do?

You could consult with your FRO and choose which competencies you have been working on throughout the year. Then list the in your self-evaluation and describe how your performance addressed each. Your FRO can also assess them in the end-of-cycle comment box.
 
Another option is to cancel the document and start it over again. This route, however, is more time-consuming.
 
Click here to learn to cancel a document.

3. I see that the “managing performance” competency appears in my document but I didn’t select it. Why does it appear there?

When a staff member selects you as their FRO, the “managing performance” competency is automatically added to your document. This feature was added as of 1 April 2018 for the 2018-19 cycle.
 
Managers should also consider which other managerial competencies to include.

4. I am an FRO but why don't I see the "Managing performance" competency pre-populated in my ePerformance?

The “Managing performance” competency will only appear automatically if one or more of your direct reports has selected you as an FRO. If your direct reports have not created their documents yet, then you won’t see this competency pre-populated. But you can select it yourself in the Managerial competencies section of your document.

5. Where can I see the list of direct reports?

You can see a list of your direct reports in the Managing performance competency field. Go to the Managerial competencies section of your document.

6. I have direct reports but they are not listed in the "Managing performance" competency. What should I do?

Ask your direct reports if they have created their ePerformance documents. They need to do so before your direct report list can be seen in the Managing performance competency field.

7. The number of direct reports listed in the "Managing performance" competency field is wrong. How can I correct it?

The number of direct reports that an FRO sees under the managing performance competency is driven by the number of staff who have selected the given FRO. So, if a person never created a workplan for a cycle, for example, then the person won't appear as a direct report in their FRO's document.

8. Where does the data on the direct reports come from?

The number of direct reports that an FRO sees under the managing performance competency is driven by the number of staff who have selected the given FRO. As an FRO's direct reports create documents, the number of staff the FRO will see will change. So the number you see is not from a period upload of data; it is directly related to when staff select their FRO.

9. When was the data on direct reports generated?

The number of direct reports that an FRO sees under the managing performance competency is driven by the number of staff who have selected the given FRO. As an FRO's direct reports create documents, the number of staff the FRO will see will change. So the number you see is not from a period upload of data; it is directly related to when staff select their FRO.

10. Do the cycle start- and end-dates of the staff member and the FRO need to match exactly in order for the staff member to be reflected in the FRO's document?

No, the cycle start- and end-dates of the staff member and the FRO do not need to align exactly. The end-date of the staff member's cycle, however must fall within the FRO's cycle start- and end-dates.

1. Is there a policy about absenteeism at work?

The Organization’s policy and rules about leave can be found here.
 
All staff and especially managers should be aware of this information.
 
While a staff member is responsible for managing his/her time and attendance in Umoja, FROs should also keep track of when a staff member is out of the office.
 
Umoja sends an automatic email to the designated manager when attendance is entered.  If managers notice a discrepancy between their records and the Umoja ones, they should go to their HR officer for an attendance audit – a more formal check of attendance records through Umoja.

1. I had to go on certified sick leave for 5 months during this cycle. How will this affect my performance evaluation?

The time period during which a person is on sick leave cannot be evaluated in a performance evaluation. A manager can only assess performance for the time in which a staff member was reporting to work.

1. Are temporary staff members covered by ePerformance? How is their performance evaluated? 

In accordance with ST/AI/2010/4, a staff member holding a temporary appointment, regardless of its duration, is evaluated on a P.333 performance evaluation form which can be found here or under ‘Forms‘ on I-Seek. The difference between the P.333 form and ePerformance is that temporary staff members are not required to have a mid-point review, nor to create a development plan. Temporary appointees must have goals, demonstrate the core competencies, and they are evaluated according to the same rating scale as all staff. 

2. What if I start a new job in the middle of the performance cycle?

The performance cycle is normally 12 months, beginning on 1 April and ending on 31 March of the following year. Depending on the circumstances, the performance period may be shorter or longer than the 12-month cycle; it is normally not less than 6 months, nor longer than 18 months.
You may change the dates of your workplan to align with a new assignment:
- Log into Inspira ePerformance
- Look for the 'Steps and Tasks' column on the top left-hand part of the document 
- Click on the 'Change Actual Period/FRO/SRO' link 
- Update 'Change Actual Period Dates' to reflect the period of your assignment 
- Click 'save' 
- Note: you will only see the updated 'Actual Period' dates in the main, central part of the document. The 'actual' dates will not be reflected in the 'Current Performance Documents' screen nor in the 'Steps and Tasks' column in the top left-hand part of the document. 
- Please also see guidance on page 6 of theePerformance User Guide

3. What should I do if my appointment starts in December and the cycle ends in 3 months?

The performance cycle is normally 12 months, beginning on 1 April and ending on 31 March of the following year. Depending on the circumstances, the performance period may be shorter or longer than the 12-month cycle; it is normally not less than 6 months, nor longer than 18 months. You may change the dates of your workplan to align with a new assignment:
- Log into Inspira ePerformance
- Look for the 'Steps and Tasks' column on the top left-hand part of the document 
- Click on the 'Change Actual Period/FRO/SRO' link 
- Update 'Change Actual Period Dates' to reflect the period of your assignment 
- Click 'save' 
- Note: you will only see the updated 'Actual Period' dates in the main, central part of the document. The 'actual' dates will not be reflected in the 'Current Performance Documents' screen nor in the 'Steps and Tasks' column in the top left-hand part of the document. 
- Please also see guidance on page 6 of theePerformance User Guide

4. Do I need to have two performance evaluations if I moved offices during the cycle?

You should have different work plans for different assignments and be evaluated for each assignment separately. Whether this will require two ePerformance documents for the same performance cycle will depend on the nature and length of the assignment. Contact your local Executive/HR Office for advice pertaining to your specific situation. 

5. If I am on a temporary assignment do I need to do a mid-point review? 

Depending on the duration of an assignment, there may, or may not be a mid-point review. If the assignment is for six months or less there is no need to do a mid-point review. Note: ongoing dialogue is essential even in temporary assignments and, if there is underperformance, it must be addressed including through documentation. 

6. I am on a temporary assignment to a higher level but the higher level is not reflected in ePerformance. What can I do?

Only your actual grade/level is displayed on your ePerformance document (not temporary grades or special post allowances). The fact that you are performing functions at the higher level may be reflected in the comments section by you and your First Reporting Officer. 

7. What is the shortest evaluation period that can be used in Inspira?

The performance cycle is normally 12 months, beginning on 1 April and ending on 31 March of the following year. Depending on the circumstances, the performance period may be shorter or longer than the 12-month cycle; it is normally not less than 6 months, nor longer than 18 months. You may change the dates of your workplan to align with a new assignment:
- Log into Inspira ePerformance
- Look for the 'Steps and Tasks' column on the top left-hand part of the document 
- Click on the 'Change Actual Period/FRO/SRO' link 
- Update 'Change Actual Period Dates' to reflect the period of your assignment 
- Click 'save' 
- Note: you will only see the updated 'Actual Period' dates in the main, central part of the document. The 'actual' dates will not be reflected in the 'Current Performance Documents' screen nor in the 'Steps and Tasks' column in the top left-hand part of the document. 
- Please also see guidance on page 6 of thePerformance User Guide

1. Am I obliged to complete ePerformance documents for my staff before I retire?

All First- and Second-Reporting Officers must complete evaluations for the staff they supervise prior to moving to a new function or leaving the Organization, including through retirement.
 
Separation procedures and processing of final entitlements of supervisors may be delayed until the evaluations are completed.
 
If a First or Second Reporting Officer retires or separates before the end-of-cycle, s/he will have access to ePerformance for about 6 months after they leave the Organization to complete evaluations.

2. Am I obliged to complete ePerformance documents for my staff before I resign or separate?

All First- and Second-Reporting Officers must complete evaluations for the staff they supervise prior to moving to a new function or leaving the Organization, including through resigning.  
 
Separation procedures and processing of final entitlements of supervisors may be delayed until their evaluations are completed.
 
If a First or Second Reporting Officer retires or separates before the end-of-cycle, s/he will have access to ePerformance for 6 months after they leave the Organization to complete evaluations.

3. I have no direct reports. What happens if I don’t finish my ePerformance before I retire or separate/resign from the Organization?

All staff should finish their ePerformance documents before leaving the Organization as this contributes to the overall performance management process and the effectiveness of the United Nations. There is no type of penalty, however, if you do not complete your document before your last day of work.

1. Is it obligatory to have a one 12-month performance evaluation in Inspira if you apply for a continuing appointment or are two shorter evaluations covering the same period are acceptable?

For eligibility purposes, any number of performance documents will be considered. 
 
However, if there are more staff eligible for continuing appointments than appointments available, a point system will be used to determine who is awarded a continuing appointment.
 
Points will only be awarded for high ratings on documents of 12 months. For this reason staff with multiple assignments in the same cycle should create one 12-month document that reflects all assignments.

1. What is my role as a staff member?

2. What is my role as the First Reporting Officer?

3. What is my role as the Second Reporting Officer?

4. What is my role as an Additional Supervisor?

The role of the additional supervisor is to ensure that the staff member under his/her temporary supervision understands his/her responsibilities, which includes agreement on the goals. At the end of cycle, the additional supervisor provides feedback on the staff member’s performance to the First Reporting Officer and the Second Reporting Officer in his/her evaluation of the staff member must take this feedback into account.

5. What is the role of the human resources/executive/administrative office?

The human resources/executive/administrative office is responsible for ensuring that staff and managers understand the performance management and development policy (ST/AI/2010/5) and processes and for advising them on related questions and concerns.

1. What is a performance improvement plan and when is it used?

A performance improvement plan is a remedial measure that can be put in place at any time during the performance cycle to address a performance shortcoming(s). It is like a mini-work plan insofar as it sets specific objectives that are measurable and time-bound. The Second Reporting Officer must be involved in the establishment and implementation of a performance improvement plan.

2. What is the duration of a performance improvement plan?

There is no strict timeframe for a performance improvement plan; it depends on the circumstances. For example, if a staff member is repeatedly late for work and is disorganized, a performance improvement plan for one or two months might be enough to bring about the desired change. In other situations, such as when a staff member needs to improve communication with host-country counterparts, a longer plan may be required. Performance improvement plans should not exceed six months.

3. Can I rebut my performance evaluation overall rating?

The overall ratings of “partially meets performance expectations” or “does not meet performance expectations” can be rebutted. Comments cannot be rebutted. An overall rating of “fully successful performance” or “exceeds performance expectations” cannot be rebutted.
 The Second Reporting Officer has a critical role to ensure consistency between the ratings and comments in the evaluations of individual staff members.

4. Can I rebut the individual ratings (i.e., ratings for specific competencies)?

Only overall ratings of “partially  meets  performance expectations” or “does not meet performance expectations” can be rebutted. Individual ratings related to competencies and values cannot be rebutted. If you are unhappy with specific ratings on competencies or values, or the commentary in your  ePerformance  document, you should discuss this with your First and/or Second Reporting Officer.